Decision-making, problem-solving and organizational learning

Problem-solving behavior is normally depicted within a decision-making approach. The maze has been advanced as a suitable abstract model for most kinds of decision-making and problem-solving activity. Rather than relate to managers as decision-makers--as those who primarily explore mazes--my proposal is to consider their role in maze-building. The paper discusses a number of deficiencies in current decision-making concepts, primarily those that neglect to account for goal setting and resetting. The paper then concludes with implications for the notion of organizational learning.

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